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Design Thinking Meets Complex Care
Andy Switky Barbara Kohnen Adriance
- Nov. 15, 2017
In many industries increasing specialization is necessary and useful.
Design Thinking Meets Complex Care Andy Switky Barbara Kohnen - - PowerPoint PPT Presentation
Design Thinking Meets Complex Care Andy Switky Barbara Kohnen - - PowerPoint PPT Presentation
Design Thinking Meets Complex Care Andy Switky Barbara Kohnen Adriance Nov. 15, 2017 In many industries increasing specialization is necessary and useful. But complex care crosses so many disciplines - behavioral, medical, and social -
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But “complex care” crosses so many disciplines - behavioral, medical, and social - that it requires expertise in collaboration and coordination.
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Design Thinking provides a framework for in-depth exploration and radical collaboration across disciplines.
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Prototyping is key to design thinking.
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"When we started out, it was an R&D thing for driving innovation in new products. Now it’s not just R&D; user-centered innovation is a central part of our culture. It’s what we do throughout the organization," said Amy Cuneo, Associate Director, Customer Insights.
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Ingredients for Success
- CEO and/or Board actively supports
- A champion anointed by the CEO or Board
- Senior leadership buy-in
- Right mix of people on the bus
- Clear purpose
- Excellent communication
- Budget
- Success - and failure - are highlighted and
discussed broadly
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How do we get there?
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Create intentional inefficiencies.
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Create intentional inefficiencies.
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A typical CareOregon innovation team
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Customer service Operations Communications Administration Pharmacy
A typical CareOregon innovation team
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Now it’s your turn!
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How siloed is your
- rganization?
strongly siloed wildly mixed
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Be intentional about innovation
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Outsourcing innovation to consultants Growth by acquisition Joint ventures Co-designing Learn one, do one… Internal innovation teams Centers of Excellence Six Sigma blackbelts
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Outsourcing innovation to consultants Growth by acquisition Joint ventures Co-designing Learn one, do one… Internal innovation teams Centers of Excellence Six Sigma blackbelts
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Outsourcing innovation to consultants Growth by acquisition Joint ventures Co-designing Learn one, do one… Internal innovation teams Centers of Excellence Six Sigma blackbelts
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Outsourcing innovation to consultants Growth by acquisition Joint ventures Co-designing Learn one, do one… Internal innovation teams Centers of Excellence Six Sigma blackbelts
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Outsourcing innovation to consultants Growth by acquisition Joint ventures Co-designing Learn one, do one… Internal innovation teams Centers of Excellence Six Sigma blackbelts
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Often, but not always, the goal is to move an organization from left to right over time.
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Who & where - how siloed is your organization?
strongly siloed wildly mixed
What type of organization are you?
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Micro
Improving quality, decreasing defects with better soldering fixtures New wound-care system in Bangladesh (courtesy of Healyx and Stanford’s Design for Extreme Affordability)
versus Macro
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We need people who can do Lean AND
- innovation. Stop focusing on one or the
- ther and find a middle path: you need to
see the value of both.
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Who & where - how siloed is your organization?
strongly siloed wildly mixed
What type of organization are you?
micro macro
Where is your
- rganization’s innovation
efforts focused?
Enablers / mitigators
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Inhibitors What are some of YOUR
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- Lack of support or leadership (or
worse such as undermining and sabotage)
- Culture (e.g., we’re all about price,
not “new”)
- Tactical thinking over strategic
thinking
- Being in survival mode
- Being unclear about what’s an
investment and what’s an expense
- Dipping your toe into innovation and
thinking you know how to swim
- Too many chiefs and infighting
- Using internal staff too soon
- Insufficient training
Inhibitors Barbara and Andy’s list of
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Who & where - how siloed is your organization?
strongly siloed wildly mixed
What type of organization are you?
micro macro
Where is your
- rganization’s innovation
efforts focused? What are your top 3 inhibitors?
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How might we make progress despite our inhibitors
Co-design, nemawashi
- Lack of support or leadership (or
worse such as undermining and sabotage)
- Culture (e.g., we’re all about price,
not “new”)
- Tactical thinking over strategic
thinking
- Being in survival mode
- Being unclear about what’s an
investment and what’s an expense
- Dipping your toe into innovation and
thinking you know how to swim
- Too many chiefs and infighting
- Using internal staff too soon
- Insufficient training
Infectious agent model (blue circle challenge) Establish culture around DT-Lean assessment Ride it out - or is it culture? Build awareness of innovation-operations spectrum; outsource or share innovation Collaborate with experts and partners; get the right people on the bus Leadership clarifies priorities; move innovation outside Leverage consultants (investment vs. exp) Do more; co-design with experts
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Who & where - how siloed is your organization?
strongly siloed wildly mixed
What type of organization are you?
micro macro
Where is your
- rganization’s innovation
efforts focused? What are your top 3 inhibitors? Top 3 ways to make progress
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Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.
- Herbert Simon from “The Sciences of the Artificial”
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Who & where - how siloed is your organization?
strongly siloed wildly mixed
What type of organization are you?
micro macro
Where is your
- rganization’s innovation
efforts focused? What are your inhibitors? Your headline: Top 3 ways to make progress
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What can you do in an hour? What can you do in a day? What can you do in a week?